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Introduction to Commitment-based Management™

Webinar on Thursday, April 2nd at 11am GMT

Have you noticed that important work in your company sits undone, that critical initiatives keep stalling or emerging opportunities fall by the wayside?

 

Why such difficulty making effective action happen, fast?

 

In this digital world where colleagues, external partners and suppliers are often far-flung you can no longer rely only on internal organisational structures.  What can you rely on?  Promises: personal pledges to satisfy concerns of stakeholders within and outside an organisation.

 

We promise that if that, if you adopt the simple, promise-based management approach introduced in this webinar, you will increase your efficiency by 10 – 20%, increase your effectiveness by doing more essential work and less firefighting, and gain a capacity for more agility.

Havard Business Review on Promise-based Management

Critical initiatives stall for a variety of reasons – employee disengagement, a lack of coordination between functions, complex organisational structures that obscure accountability, and so on. To overcome such obstacles, managers must fundamentally rethink how work gets done. Most of the challenges stem from broken or poorly crafted commitments. That’s because every company is, at its heart, a dynamic network of promises made between employees and colleagues, customers, outsourcing partners, or other stakeholders. Executives can overcome many problems in the short term and foster productive, reliable workforces for the long term by practising what we call “promise-based management”, which involves cultivating and coordinating commitments in a systematic way. Good promises share five qualities: They are public, active, voluntary, explicit, and mission based.

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The Virtues of Transformational Leaders

They are a rare breed: transformative leaders earn that heady title by transforming not just companies, but industries. Great leaders grow extraordinary companies in ways that make their whole industries more highly valued.

Consider John D. Rockefeller using vertical integration to stabilize the oil industry, including high-risk exploration. Consider J.P. Morgan transforming banking to bring stability to each of its clients and to markets. Consider George Eastman who created popular photography.  Not all industry transformations are so massive. But consider the kind of growth shareholders seek today: only transformation of some size can achieve it.

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